Neuroscience examines the structure and function of the human brain and nervous system. Neuro-leadership applies neuroscience to leading people. Neuroscientists tell us that our brains need leaders who create safe work environments, communicate well, and help create processes that minimize wasting effort trying to second guess what their leaders expect. With this information as a backdrop, it is helpful to understand some of the dynamics that occur when leaders interact with their workforce and bring their human flaws and strengths to these interactions.
An important aspect leaders need to keep in mind is that they should work to create an inclusive work environment. This while becoming increasingly aware of their own biases. Neuroscientists tell us that we have about 150 biases.
These have been condensed by the Neuroleadership Institute to five.Â
- The first is similarity bias, which means we add higher value to someone who has something in common with oneself, such as we’re both from a similar city, country, culture, organization, college, etc.
- The next one is expedience, which is about going with my gut or deciding quickly. Just consider the last time you made a quick decision only to realize afterward that you made a mistake or did not consider all of the aspects.
- Experience is another bias, which is about making decisions based on my perception or experience. This reminds me of a comment I read that went like this. We see the world not as it is, but as we are.
- Distance is another bias, which is about relating more with those that are closer to us than away. This is something very relevant in this day and age with a growing remote and hybrid workplace. It has been found that some managers rate those in the office as more productive and promotable. Other research highlights that those who work remotely can be more productive in spite of the bias of some managers.
- Last is safety, which means people tend to make decisions based on what they perceive as the safe option. This makes sense since Neuroscientists tell us that the primary role of the brain is to survive. So based on this, depending on how we perceive a situation, we may approach it with much caution.
Keeping these biases in mind it is important to be aware of how they can impact inclusion and our interactions with each other. The Neuroleadership Institute has highlighted some key areas to keep in mind. It turns out that how and when leaders interact with their workforce can have an impact.
- In interacting with others, status is an important aspect. This is about if someone feels respected and valued.
- Certainty is important for all of us. This is all about the why and do I have all of the information I need. Is the leader ensuring they are providing the information their workforce needs regarding an action that will impact them?
- Autonomy is about being able to make my own choices. To not be micro-managed by their leader. This has been cited as one of the key aspects that motivate the workforce.
- Relatedness is all about do we understand each other. Here the leader has extra sway by ensuring there is clarity in our exchanges.
- Fairness is the last important piece. This is where the workforce is expecting credit and opportunities just like everyone else.
In summary, how leaders interact with their workforce and ensure they minimize their biases will be crucial for their success along with their workers and organizations.
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